The Impact of Coaching Leadership on In-Role Performance of Employees—Based on the Perspective of Social Information Processing Theory

Abstract

As a new way of leadership, coaching leadership behavior is receiving more and more attention from experts and scholars. Although studies have shown that coaching leadership behavior significantly improves employee performance, there are few studies on how coaching leadership behavior affects and under what circumstances it can affect the in-role performance of employees. Based on the social information-processing theory, this paper discusses the impact of coaching leadership behavior on the in-role performance of employees and its internal mechanism—the mediating role of role ambiguity and the social alertness. Through the investigation and analysis of 224 employees, the coaching leadership behavior has a significant positive impact on the in-role performance of employees; the employee role ambiguity has played a partial intermediary role in this process; In addition, the social astuteness of employees is positively moderating the relationship between coaching leadership behavior and employee role ambiguity, the higher employee’s social astuteness, the stronger the weakening effect of coaching leadership behavior on employee role ambiguity, and the mediating effect of role ambiguity on role performance is enhanced.